Summary
Many companies have systems for collecting and using knowledge, but have difficulty getting the useful knowledge individuals hold to be shared at the team and organization level. This article examines, from three perspectives, how to encourage knowledge sharing among team members. The first is the team’s psychological safety: the worry that asking for help or admitting a mistake may make one look incompetent blocks sharing. The second is strategy: because sharing knowledge can reduce an individual’s competitive advantage, a policy under which sharing is rewarded is needed rather than reliance on altruism. The third is relationships: in research the author took part in, the likelihood of knowledge sharing was clearly higher when people felt that their work depended on one another. The author argues that knowledge sharing is not a problem of the individual but a problem of team and organizational design.
Key points
- Coaching by the team leader and support from the organization raise the team’s psychological safety and increase learning behaviors such as knowledge sharing.
- Knowledge sharing has the character of a social dilemma, in which a choice that is rational for the individual is a loss for the group.
- In the simulation study introduced, immediate rewards were more effective for knowledge sharing than rewards given much later.
- Among the dimensions of social capital, the structural dimension, and task interdependence in particular, is strongly linked to knowledge sharing.
- Leaders can raise knowledge sharing within the team by adjusting the level of interdependence through work design.
Citation
- 저자: 채충일
- 연월: 2020년 6월
- 제목: 조직 성공을 위한 must have, 지식공유
- 매체: 월간 인재경영
- 권호·쪽: Vol. 184, 72쪽부터
Citation
@online{2020,
author = {},
title = {조직 {성공을} {위한} Must Have, {지식공유}},
date = {2020-06-01},
url = {https://chadchae.github.io/posts_white_paper/2020-06-01-knowledge-sharing-must-have/knowledge-sharing-must-have.html},
langid = {en}
}